Relevant bibliographies by topics / Head of department (HOD)

Academic literature on the topic 'Head of department (HOD)'

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Published: 4 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "Head of department (HOD)"

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Ragan, James F., and Qazi Najeeb Rehman. "Earnings Profiles of Department Heads: Comparing Cross-Section and Panel Models." ILR Review 49, no. 2 (January 1996): 256–72. http://dx.doi.org/10.1177/001979399604900205.

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Academics who become department heads suffer declining research skills because of time spent performing administrative tasks, and this skill depreciation slows future wage growth. This study examines Kansas State University faculty who served as department heads during the period 1965–92. Cross-section estimates of the compensation for serving as department head are biased upward because of a correlation between unmeasured productivity characteristics and selection as department head. To correct for this bias, the authors reestimate earnings equations using a panel model that incorporates personal fixed effects. Although the average department head in the sample received a wage premium of 12%, the premium for past administrative service had completely disappeared for the typical former head. Another finding is that skill depreciation was most severe and wage growth most adversely affected in the sciences. As compensation, department heads in the sciences received a larger initial administrative premium than did other department heads.
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Baskin, R. Michael, Jingnan Zhang, Carolyn Dirain, Paul Lipori, Gileno Fonseca, Raja Sawhney, Brian J. Boyce, Natalie L. Silver, and Peter T. Dziegielewski. "Predictors of returns to the emergency department after head and neck surgery." Head & Neck 40, no. 3 (December 14, 2017): 498–511. http://dx.doi.org/10.1002/hed.25019.

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Горнов and A. Gornov. "Evgeniy Alekcandrovich Glazunov. To the 125th Anniversary from the Birthday." Geometry & Graphics 3, no. 4 (December 17, 2015): 55–66. http://dx.doi.org/10.12737/17351.

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This year marks 85 years of the National Research University “Moscow Power Engineering Institute” (National Research University "MPEI”). The department of engineering drawing was the first among other departments in the MEI, for which it is also the anniversary year. The organizer and the first head of this department from 1930 to 1962 was Eugeniy A. Glazunov - a prominent scientist and educator, engineer and organizer, who celebrates 125 years. At the beginning of 1930 the Department of Electrical Engineering Higher Technical School, which earlier E.A. Glazunov graduated, has been transformed into the Moscow Higher School of Energy, which became soon the Moscow Energy Institute. Eugeniy Glazunov was appointed to the head of the department of descriptive geometry and drawing in MPEI. (Some time this department was called "Technical graphics"). His name is undeservedly rarely mentioned in textbooks and other literature in applied geometry and graphics. But Eugeniy Glazunov was very authoritative in the circle geometry and graphics, and among the heads of departments he was one of the initiators and leaders of the Moscow seminar on descriptive geometry, who published his works, and the head of the department, who generously shared teaching materials with his related institution. But E.A. Glazunov had relatively few publications compared with present time. But there were very capital works. One of them was written in conjunction with the N.F. Chetverukhin and is called "Axonometry." But it was not only an outstanding organizer and teacher, but also a magnitude engineer — designer and practitioner in the field of electrical engineering. He was a team-mate, who developed and marketed the first installation, substation and network of well-known Russian electrification plan — the plan for electrification. Based on his experience and under his leadership tasks on the engineering drawing based on electrical products and parts were improved, and drawing ceased to be exclusively machine-building. His merits in the development of engineering education and his geometry and graphic component were so significant that he was awarded the title of professorship of Higher Attestation Commission without doctoral dissertation. He was also one of the highest awards of that time, the Order of Lenin (1951).
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White, Jill M., Neeraj H. Panchal, Carolyn J. Wehler, Susan C. Bestgen, José E. Colón, Hemal G. Desai, Christie M. Hogue, et al. "Department of Veterans Affairs Consensus: Preradiation dental treatment guidelines for patients with head and neck cancer." Head & Neck 41, no. 5 (January 8, 2019): 1153–60. http://dx.doi.org/10.1002/hed.25519.

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Kligerman, Maxwell P., Rosh K. V. Sethi, Elliott D. Kozin, Stacey T. Gray, and Mark G. Shrime. "Morbidity and mortality among patients with head and neck cancer in the emergency department: A national perspective." Head & Neck 41, no. 4 (January 24, 2019): 1007–15. http://dx.doi.org/10.1002/hed.25534.

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Henriksson, Thérèse, Jacob Kjellberg, Yogendra Shakya, and Göran Kurlberg. "Head Injuries at the Emergency Department of a University Hospital." Journal of Institute of Medicine Nepal 42, no. 3 (December 31, 2020): 47–51. http://dx.doi.org/10.3126/jiom.v42i3.37581.

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Introduction Traumatic head injuries constitute a major cause of morbidity and mortality worldwide. The developing world is particularly affected due to a high prevalence of risk factors and difficulties in enforcing preventive efforts. This study was carried out at the Emergency Department (ED), Tribhuvan University Teaching Hospital (TUTH), Kathmandu, Nepal – where head injuries account for five per cent of all emergency visits. The aim was to describe demographics, cause of trauma, type of injury, and severity according to the Glasgow Coma Scale (GCS), as well as the outcome of emergency attendance in patients seeking medical care for traumatic head injuries. Auxiliary aims were to study correlations between age, cause of trauma and injury severity. MethodsData from 577 cases of head injuries from June to October 2019 were collected retrospectively. ResultsTraumatic head injuries accounted for 5.2 % of all emergency visits. The median age was 23 years. Patients were predominantly male. Superficial injuries and concussions were the most common. Most injuries were mild (94.4 %, GCS 13–15) and caused by falls (51.3 %) or road traffic accidents (19.1 %). Fall accidents and mild injuries had the lowest median age. Patients from outside Kathmandu Valley constituted 44.9 % of the cases. Only 12.1 % of the patients were admitted to the hospital. ConclusionCommonest head injuries are mild and superficial; and are caused by falls and road traffic accidents. Most head injury patients are children.
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Arkhireiskyi, D. V., and A. G. Venher. "Department of World History of Oles Honchar Dnipro National University: past and present." Науково-теоретичний альманах "Грані" 21, no. 10 (November 9, 2018): 37–53. http://dx.doi.org/10.15421/1718028.

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This article reveals problems of development of the department of the world history of the Oles Honchar Dnipro National University during last 100 years. The department began to form in 1918 when Katerinoslav university was opened. The world history researchers V. Evstafiev and M. Brechkevich became it’s first university lecturers, they formed potential basics of the research directions. During the fight with reactionary representatives in science and high school they were criticized and fired. The new generation of the department’s lecturers mostly consisted of youth, who had got education during revolutionary and after-revolutionary times. Teaching work became their main assignment, they were active participants in the struggle against “sabotage” on the historical front, reviewed the world history textbooks. Also they were monitoring implementation of the marxism methodology in the world history teaching. During the repressions which started in 1930th some of lecturers were fired and the departments’s head was arrested and then shot away. The historical department was liquidated in the second part of 1930th. At the ending of 1930th historical education at the university was resumed, respectively the department began it’s work again. The young lecturers, post-graduate students from Kyiv, Odesa, Kharkiv were hired. During nazi occupation the work was interrupted. The work resumption was in 1944, the department was headed by N. Ladizjenska who occupied this position before the occupation. Post-war years of the department’s work are characterized as high level of scientific activity, defense of masters’ thesis by the young lecturers, writing a number of scientific articles dealing the world history issues, which have never been published and now are kept in manuscripts. There was a World History museum at the department in 1940−1950th, founded by the head J. Rubin. At the beginning of 1950th the historical department was closed. The new stage of it’s work was related to 1967 when the department and the historical faculty was resumed. In 1970−1980th under the direction of department head the main scientific direction historical germanistics was based. Due to it’s work the department begun to publish the yearly scientific magazine «The German history issues». The department’s lecturers also worked through the problems of late Roman, American, English history. In 1990−2000th due to prof. S. Plohiy and S. Bobyleva the department became an acknowledged research center of the German diasporas in the Russian empire and Ukraine. The institute of Ukrainian-German historical relations was found at the department. The high scientific potential of the department’s lecturers was repeatedly confirmed by presentations on the conferences, published articles and monographs. Nowadays the department members are working through a number of important issues from German diasporas history, Bulgarian, Russian studies.
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Umer, Ummara Siddique, Aruba Nawaz Khattak, Aman Nawaz Khan, Shahjehan Alam, Hadia Abid, Mahwish Jabeen, Faria Maqsood, Abdullah Safi, and Anisa Sundal. "Audit of CT head request appropriateness for patients referred from emergency department." Journal of Rehman Medical Institute 6, no. 2 (July 10, 2020): 21–23. http://dx.doi.org/10.52442/jrmi.v6i2.178.

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Introduction: Considering the usefulness and relative ease of Computerized Tomography (CT) based diagnosis, the propensity to request it in the Emergency Room setting when at times it is not really indicated can become an issue. Objective: To audit use of CT imaging in the emergency department of Rehman Medical Institute by evaluating the clinical practice for CT referral and compliance with clinical guidelines by NICE (National Institute for Health and Care Excellence). Materials & Methods: This study was conducted at Radiology Department of Rehman Medical institute Peshawar in Oct-Dec 2019 on 100 patients referred for computed tomography (CT) head scans from the emergency department (ED), mostly performed outside normal working hours. Clinical record and CT reports of patients who had their CT head scans done between 1 January 2018 and September 2019 were reviewed. The imaging record of included patients was reproduced from the Picture Archiving and Communication system (PACS) and laboratory data were reviewed through the Hospital Management Information System (HMIS). Clinical details were reviewed to assess risk factors satisfying NICE criteria for a CT scan in those with head injuries. An urgent CT head scan request was deemed appropriate if it led to an immediate change in patient management. Appropriateness of the requests according to the various guidelines was also evaluated. The NICE guideline 176 was used as a standard of care. Data were entered and analyzed using Microsoft Excel. Results: For suspected brain injuries at least one of the NICE criteria was fulfilled by 84 patients, and 3 or more criteria by 16 patients with a history of head injury; 81% scans were both requested and performed in afternoon and night (between 1700 hrs and 0800 hrs). Most (70) patients were males; ages of patients were from 1- 90 years, most being 51-60 years. Most common presenting complaint was altered consciousness (85%); 51% of the advised CT scans were reported normal, 10% had skull fractures (base 2%, vault 8%), 13% extra-axial hemorrhages, 7% contusions, 7% only scalp hematoma, 6% intracerebral hemorrhages. 2% had infarcts and 2% were cerebral abscesses. Common change in patient management included intracranial bleed requiring urgent neurosurgical intervention and hemorrhagic stroke being ruled out. CT head scans also facilitated early discharge of the patients with head injuries and headache from the hospital. Conclusion: All (100%) patients had CT head in compliance with NICE guidelines and 81% of these were performed in off hours. Keywords: Head; Tomography; Craniocerebral Trauma.
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Khan, Dalia, Rohan Sajeev Wijesurendra, Melanie Orchard, Pru Evans, and Richard William Smith. "Picture Quiz: All in the head?" Acute Medicine Journal 9, no. 2 (April 1, 2010): 97. http://dx.doi.org/10.52964/amja.0393.

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A 40 year old previously fit bank executive of Cypriot origin presented to the acute medical take with insidious onset frontal and vertex headaches with features suggesting raised intracranial pressure. He had been under investigation in the outpatient department after developing multiple erythematous lesions on his legs, associated with malaise, occasional mouth ulcers and episodic sweats.
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Lin, Shang-Ping. "Correlations of Perceived Power Discrepancies with Ratings of Faculty Morale." Psychological Reports 71, no. 3 (December 1992): 1015–18. http://dx.doi.org/10.2466/pr0.1992.71.3.1015.

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The present study examined the five discrepancies in power—coercive, reward, legitimate, referent, and expert—between faculty and the department head as predictors of faculties' job satisfaction, involvement, and alienation in department heads' influence system. The differences between subjects' ratings of their perceptions of the department heads' use of power and the ratings assigned to their preference for superiors' use of power constituted the operational definition of discrepancy in power. Analysis indicated that alienation was significantly and positively correlated with discrepancies in coercive, reward, and legitimate power; involvement had significant negative correlations with discrepancies in coercive, referent, and expert power; satisfaction had significant negative correlations with discrepancies in coercive and legitimate power. Discrepancy in rated use of coercive power had the most consistent and significant correlation with all three indexes of faculty morale. One might conclude that the measurement of discrepancies in power might predict morale of faculty.
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Dissertations / Theses on the topic "Head of department (HOD)"

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Mulford, David John, and n/a. "The Secondary Head of Department Professional Development Requirements, Expectations and Directions." University of Canberra. Education, 2007. http://erl.canberra.edu.au./public/adt-AUC20081201.154838.

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The study sought to hear the voice of the Head of Department (HOD) in independent, non-government secondary schools in the ACT Region on their changing leadership role and their recommendations for targeted professional development. Heads of Academic Departments (HODs) face significant challenges by being in the middle of the organisational structure of a secondary school. They are required to be competent change agents for whole-of-school "macro" initiatives on one hand, yet on the other hand foster "micro" initiatives that support effective learning and teaching in individual classrooms. HODs deal on a daily basis with a broad range of important school issues that include influencing people; management; departmental structures; administration; leadership; student success and progress; educational theory and practice; department and school culture; communication; parents; external educational bodies; professional development; up-to-date pedagogy; and their own teaching and learning. There is frequently a lack of clarity of expectations about their role in a rapidly and ever-changing school system. The incumbents have rarely received targetted professional development for this crucial middle-ranking leadership position. The study describes and analyses the findings of detailed research with 24 Heads of Department and six Professional Development Coordinators at six independent, non-government secondary schools. The prime focus was on the changing leadership expectations of Heads of Department and, as a result, the professional development required to support the emerging requirements and expectations of and the directions for the role. The study followed an earlier Dinham et al. (2000) research project, of which I was one of the researchers, into the roles of Heads of Department in independent, non-government secondary schools. The study used analysis of existing job descriptions of Heads of Department, structured interview questionnaires that required quantitative categorisation and analysis, and open-ended interview questions requiring qualitative analysis. The respondents were all leaders of a major academic department within an independent, non-government secondary school. The five major themes that developed were the forces acting upon and tensions experienced by the Head of Department whilst maintaining credibility as an excellent teacher; the relatively newly developed Professional Development Coordinator role; the definition of the leadership approach, resultant implications and, as a result, the alternative structures that secondary schools are examining for academic leadership; communication between the middle ranking subject leaders and their senior executive; and the targetted professional development required for the changing role of a HOD. In independent, non-government secondary schools, the department structures and leadership quality can be powerful forces to assist or resist any reform agenda. Effective leadership of these academic departments becomes important to secure a constant quest to improve the quality of learning and teaching; to improve student outcomes; to nurture staff for more senior leadership positions and to transfer the benefits of a distributive leadership to more staff.
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Nkabinde, Mfulathelwa Maria Bongi. "The roles and responsibilities of foundation phase heads of department." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/24454.

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The aim of this research project is to investigate the roles and responsibilities of foundation phase heads of departments (HoDs) in the Mpumalanga Province in South Africa. A quantitative research approach was used to assess the perceptions of the foundation phase HoDs. Questionnaires were distributed to 274 foundation phase HoDs in Mpumalanga and SPSS 20 was used to analyse the data. The findings show that HoDs perceive that they are overworked, whereas in reality, the amount of time they spend in school is not as expected in the Personnel Administrative Measures (PAM) document. It emerged that most educators leave school earlier than normal and thus experience a lack of time for supervision and administration, which then becomes a stress factor in the completion of their roles and responsibilities. Twenty two percent of the respondents indicated that they are not familiar with the HoD duties as outlined in the PAM document. Furthermore, the study uncovered issues such as lack of support and training for HoDs, the role of parents as motivators in terms of learner achievement, and the importance of evaluating and developing teachers to provide quality education in the 21st century. This research project utilises instructional leadership as a conceptual framework and maps out the roles and responsibilities of the HoD as outlined in the PAM document. Due to the low Annual National Assessment (ANA) results in literacy and numeracy, the research focuses on the challenges that HoDs in the foundation phase face regarding fulfilling their roles and responsibilities towards ensuring a quality education. On Tuesday 28 June 2011, the Minister of Basic Education, Angie Motshekga, revealed the results of the February 2011 ANA. In excess of 6.5 million learners from Grades 2 to 7 and a sample of G10s wrote tests in literacy/language and numeracy/mathematics. According to the statistics released by the Department of Basic Education (DBE), the average mark for literacy for G3 learners was a mere 35%. Grade 3 learners scored an average of 28% in numeracy. Amongst the Grade 3 learners, the Western Cape performed the best in both literacy and numeracy with 43% for literacy and 36% for numeracy. In Mpumalanga, Grade 3 learners scored 27% in literacy and only managed to score 19% for numeracy (DBE Report 40). If learners can’t read, write, spell and calculate at Grade 3 level, surely there is something wrong. Where are the foundation phase managers and how do they spend their time? Internationally, teachers responsible for supervising Grade R-3 are called middle managers. In South Africa, middle managers are called heads of departments (HoDs). The duties and roles of middle managers (or HoDs) in the foundation phase might be the cause of poor performance of learners in numeracy and literacy, due to insufficient support being provided to educators and learners. The role of HoDs in schools is not widely understood (Turner, 1996; Blandford, 1997; McLendon&Crowther, 1998). As a consequence, the literature relating to their role and functions is sparse. What is apparent, however, is the dual role that HoDs play, namely an administrative role within the school, as well as a teaching responsibility. A great deal of the work in managing the teaching-learning process operates at the middle management level in schools. However, management development often occurs at the senior management level, and HoDs remain the forgotten tier in schools. HoDs co-ordinate all educational activities between the top management of the school and the educators. Gold (1998:1) describes the role of HoDs as the most exciting and probably the most influential position in a well-organised school. Given the dual roles of HoDs, it is evident that they are exposed to a dilemma in executing duties carrying competing demands namely managing a department and being a class teacher at the same time (Blandford, 1997:13). This dual role becomes a particular challenge in the foundation phase, depending on the type of school, e.g. private school, former model C school, township or rural schools (which normally fall under Quintile 1-3), and lastly farm schools. It is challenging, especially in township and farm schools, to manage teaching, supervise educators, ensure learners cooperate positively in a class, and to be responsible for all the classes in a phase, including the own HOD’s class. Educators are experiencing overcrowding in their classrooms and schools are under staffed. A thorough study needed to be conducted to ensure that HoDs in the foundation phase are operating as effectively as those in the intermediate, senior and FET phases. It is critical to formulate strategies to ensure that learners progress positively in the foundation phase, especially in terms of their literacy and numeracy. HoDs must be able to perform their roles and responsibilities to ensure that learners can read and write at Grade 3 level. The PAM document clearly spells out the roles and responsibilities of the HoD; however when an HoD has 90% of their time allocated for teaching, one wonders if it is fair to expect them to carry out their administrative role in the remaining 10% of their time.
Dissertation (MEd)--University of Pretoria, 2012.
Education Management and Policy Studies
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Cornelissen, Stephanie. "The responses of primary school Heads of Department to curriculum changes since 2005." Diss., University of Pretoria, 2013. http://hdl.handle.net/2263/40438.

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With nineteen years of democracy behind us, South Africa has experienced uncountable changes within its borders and on various playing fields. One of the most memorable changes, in my opinion, was in education. This motivated me to embark on a study about the responses of Heads of Departments (HoDs) to curriculum changes. I especially wanted to focus on the management of those changes. The focus on HoDs arose from the devolution of responsibility from the principal to the HoD with regard to curriculum change. This uninterrupted cycle of curriculum change that South Africa is experiencing occupies the HoDs to a large extent. They have to ensure that the changes take place as smoothly as possible with as little resistance as possible. In order to accomplish this, one would think that the HoD would be trained in managing a department and curriculum changes. This is unfortunately not the case, and they are following their own guidelines that they have constructed through trial and error. This study was conducted through a narrative design within a qualitative framework, allowing me to give a voice to those who have none. It required me to have focus group interviews, which laid the foundation for my semi-structured interview. The use of documents assisted with the crystallisation of the data. This research was conducted in the Lady Frere district of the Eastern Cape. There were two sets of HoDs from different schools, and one participant willing to participate in a semi-structured interview. The purpose of this study was to find out what guidelines HoDs had constructed by looking at HoDs’ responses to, and management of curriculum changes since 2005. It became very clear that there is some confusion about what is expected of the HoD during the change process and the HoDs in this study felt it better to follow traditional methods of teaching, as this was all they knew. However, the focus on producing quality education was very important to them.
Dissertation (MEd)--University of Pretoria, 2013.
gm2014
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Chan, Man-yan Esther. "A comprehensive intervention for mild head injury patients in accident and emergency department." Click to view the E-thesis via HKUTO, 2009. http://sunzi.lib.hku.hk/hkuto/record/B43251018.

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陳敏恩 and Man-yan Esther Chan. "A comprehensive intervention for mild head injury patients in accidentand emergency department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2009. http://hub.hku.hk/bib/B43251018.

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Brookes, Marie T. "Paediatric head injury decisions in the accident and emergency department." Thesis, University of Liverpool, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.367030.

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Mulford, David John. "The secondary head of department : professional development requirements, expectations and directions /." Canberra, 2007. http://erl.canberra.edu.au/public/adt-AUC20081201.154838/index.html.

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Smith, Robert E. "The role of the Head of Department in 'new' British universities." Thesis, University of Leicester, 1997. http://hdl.handle.net/2381/30822.

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This Thesis describes a study of the roles of heads of department in the 'new' universities, the former polytechnics. The study comprises a survey of all 105 heads of department in four 'new' universities and case studies in three of the four universities. The case studies were carried out by semi-structured interviews with the head and key members of the head's role sets in three departments in different academic disciplines. The role of the head is examined through the application of role theory and role concepts and a theoretical framework for the role is presented. The study showed that the role is complex and demanding and is subject to several conflicting pressures, many of which are similar to those experienced by heads of department in the 'old' or traditional universities. The main tensions and conflicts faced by heads are simultaneously representing their department to the university and the university to their department managing academics, particularly in terms of staff discipline and conflict between staff and acquiring and managing resources in a difficult economic climate. The dual role of the head as academic leader and manager was found to create tensions and conflicts but these were felt to be unavoidable. The need for the head of department to be an academic, rather than a professional manager was considered to be important. The main personal difficulty which heads experience is the excessive workload generated by role overload and the resultant long working hours. This presents dangers for heads in terms of its effect on their performance, personal academic profile, family life and personal health. A number of means of supporting the head are identified. These include delegation of responsibilities to others; training and development for heads; organisational mechanisms such as working groups; and the restructuring of faculties to provide flatter management structures.
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Ndashe, Thandy Sibongile. "How heads of departments manage the teaching of Social Sciences in the Intermediate Phase." Diss., University of Pretoria, 2016. http://hdl.handle.net/2263/60968.

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South Africa has gone through many recent changes and the impact of these changes was, especially, experienced in the development of the South African Education system. Social Sciences is one of the subjects that was introduced in the Revised National Curriculum Statement (RNCS) for Grades R-9 (Department of Education, 2002). Before the National Curriculum Statement, History and Geography were taught as separate subjects under Social Studies but later combined into one subject, Social Sciences. Teachers in some South African schools are specialist in one of the two disciplines, either History or Geography. The intention of this study was derived from many of the researcher?s personal observations, experiences and challenges in the discipline, Social Sciences. This study identified the challenges experienced by heads of department (HoDs) of Social Sciences and the strategies they use to address the identified challenges. The research approach was qualitative and a case study research design was used. The research participants were identified, using a purposeful sampling strategy. Participants were selected from four schools, two from Quintile 1 (no fee-paying) schools and two from Quintile 5 (fee-paying) schools; each school had an enrolment of more than 350 learners. The participants were HoDs responsible for Social Sciences and teachers who were teaching the subject. Furthermore, HoDs who were selected had had experience of managing Social Science teachers for a period of not less than three years. The teachers also had more than three years? experience of teaching Social Sciences. The findings of this study revealed that the responsibilities of HoDs for Social Sciences seem to focus more on monitoring the work of teachers than developing their effectiveness in teaching the subject. Some of the HoD appointed in the Social Sciences Department did not have the background knowledge and skills related to the subject which limited their ability to guide, advise and develop their teachers in the subject. It was found that HoDs and teachers expect subject specialists and curriculum advisors to be more involved in developing teachers? competency in teaching the subject. It seems that there is a desire for a formal policy for the professional development of teachers of Social Sciences.
Dissertation (MEd)--University of Pretoria, 2016.
Education Management and Policy Studies
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Tseung, Chun-Lan Meggy. "A study of a university department head : learning approach, strategic planning & thoughts /." Hong Kong : University of Hong Kong, 2002. http://sunzi.lib.hku.hk/hkuto/record.jsp?B26234105.

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Books on the topic "Head of department (HOD)"

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Leithwood, Kenneth A. The secondary school department head. Toronto: Centre for Principal Development, Ontario Institute for Studies in Education, 1987.

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Division, San Francisco (Calif ). Office of the Controller Audits. Public transportation department: A review of the department head transition. San Francisco: Office of the Controller, 1999.

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San Francisco (Calif.). Office of the Controller. Audits Division. San Francisco Police Department: A review of the department head transition. San Francisco: Office of the Controller, 2004.

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Division, San Francisco (Calif ). Office of the Controller Audits. Department of Human Services: A review of the department head transition. San Francisco: Office of the Controller, 2003.

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San Francisco (Calif.). Office of the Controller. Audits Division. San Francisco Police Department: A review of the department head transition. San Francisco: Office of the Controller, 2003.

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San Francisco (Calif.). Office of the Controller. City Services Auditor Division. San Francisco Police Department: A review of the department head transition. San Francisco: Office of the Controller, 2005.

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San Francisco (Calif.). Office of the Controller. Audits Division. San Francisco Fire Department: A review of the department head transition. San Francisco: Office of the Controller, 2003.

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Division, San Francisco (Calif ). Office of the Controller City Services Auditor. San Francisco Fire Department: A review of the department head transition. San Francisco: Office of the Controller, 2005.

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San Francisco (Calif.). Office of the Controller. Audits Division. Department of Parking and Traffic: A review of the department head transition. San Francisco: Office of the Controller, 1999.

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On being a department head: A personal view. Providence, RI: American Mathematical Society, 1996.

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Book chapters on the topic "Head of department (HOD)"

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Dann, David, Michael Thomas Knierim, Christian Peukert, Philipp Staudt, and Tim Straub. "Information and Market Engineering at KIT: Quo Vadis?" In Market Engineering, 1–19. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-66661-3_1.

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AbstractInformation systems (IS) are nowadays at the core of many personal and institutional activities and influence daily life more than ever before. To understand, evaluate and envision the forms of how we interact with IS, interdisciplinary and multifaceted research efforts are required. At the Information and Market Engineering chair at the Karlsruhe Institute of Technology, this task is taken head-on via research that stretches from user experiences to system design. In this review, the present research foci at the department are outlined, together with a brief description of its origins and the global developments that underly the necessity of conducting these particular IS studies.
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Scott, Ann. "Influential Head of ‘Enfeebled’ Mines Department." In Ernest Gowers, 52–64. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230244306_5.

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Neprokina, Irina V. "Functional Model of the Head of the Third-Generation University Department." In The 21st Century from the Positions of Modern Science: Intellectual, Digital and Innovative Aspects, 407–14. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-32015-7_45.

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Helliwell, John R. "How Do You Know If You Really Want to Be Head of a Department." In Skills for a Scientific Life, 129–31. New York : CRC Press, [2017]: CRC Press, 2016. http://dx.doi.org/10.1201/9781315394428-34.

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Perry, Mike. "The head." In Head, Neck and Dental Emergencies, 61–98. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780198779094.003.0003.

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This chapter looks at diseases and conditions of the head that may present acutely to an emergency department, general practice, or ward. It aims to equip the reader with the necessary knowledge to enable them to quickly and accurately triage and diagnose common clinical problems. Referral pathways and management are also discussed. Generally speaking, patients do not present with a ready-made diagnosis, but rather with either a symptom located to an anatomical region (e.g. toothache, lump, or headache), or an obvious problem (e.g. nose bleed or injury). This is the starting point in this chapter (‘Common presentations’ and ‘Common problems and their causes’). The next section (‘Useful questions and what to look for’) lists key diagnostic elements in relation to each symptom. The remainder of each chapter details how to examine each site, useful investigations (emergency department and outpatients), and some notes on the conditions themselves. This is a useful aid for the non-specialist and those preparing for clinical examinations.
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Perry, Mike. "The back of the neck." In Head, Neck and Dental Emergencies, 99–122. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780198779094.003.0004.

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This chapter looks at diseases and conditions of the back of the neck that may present acutely to an emergency department, general practice, or ward. It aims to equip the reader with the necessary knowledge to enable them to quickly and accurately triage and diagnose common clinical problems. Referral pathways and management are also discussed. Generally speaking, patients do not present with a ready-made diagnosis, but rather with either a symptom located to an anatomical region (e.g. toothache, lump, or headache), or an obvious problem (e.g. nose bleed or injury). This is the starting point (‘Common presentations’ and ‘Common problems and their causes’). The next section (‘Useful questions and what to look for’) lists key diagnostic elements in relation to each symptom. The remainder of each chapter details how to examine each site, useful investigations (emergency department and outpatients), and some notes on the conditions themselves. This is a useful aid for the non-specialist and those preparing for clinical examinations.
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Perry, Mike. "The front of the neck." In Head, Neck and Dental Emergencies, 123–76. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780198779094.003.0005.

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This chapter looks at diseases and conditions of the front of the neck that may present acutely to an emergency department, general practice, or ward. It aims to equip the reader with the necessary knowledge to enable them to quickly and accurately triage and diagnose common clinical problems. Referral pathways and management are also discussed. Generally speaking, patients do not present with a ready-made diagnosis, but rather with either a symptom located to an anatomical region (e.g. toothache, lump, or headache), or an obvious problem (e.g. nose bleed or injury). This is the starting point (‘Common presentations’ and ‘Common problems and their causes’). The next section (‘Useful questions and what to look for’) lists key diagnostic elements in relation to each symptom. The remainder of each chapter details how to examine each site, useful investigations (emergency department and outpatients), and some notes on the conditions themselves. This is a useful aid for the non-specialist and those preparing for clinical examinations.
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Perry, Mike. "The ear." In Head, Neck and Dental Emergencies, 177–208. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780198779094.003.0006.

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This chapter looks at diseases and conditions of the ear that may present acutely to an emergency department, general practice, or ward. It aims to equip the reader with the necessary knowledge to enable them to quickly and accurately triage and diagnose common clinical problems. Referral pathways and management are also discussed. Generally speaking, patients do not present with a ready-made diagnosis, but rather with either a symptom located to an anatomical region (e.g. toothache, lump, or headache), or an obvious problem (e.g. nose bleed or injury). This is the starting point (‘Common presentations’ and ‘Common problems and their causes’). The next section (‘Useful questions and what to look for’) lists key diagnostic elements in relation to each symptom. The remainder of each chapter details how to examine each site, useful investigations (emergency department and outpatients), and some notes on the conditions themselves. This is a useful aid for the non-specialist and those preparing for clinical examinations.
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Perry, Mike. "The nose and naso-orbitoethmoid region." In Head, Neck and Dental Emergencies, 209–32. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780198779094.003.0007.

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This chapter looks at diseases and conditions of the nose and naso-orbitoethmoid region that may present acutely to an emergency department, general practice, or ward. It aims to equip the reader with the necessary knowledge to enable them to quickly and accurately triage and diagnose common clinical problems. Referral pathways and management are also discussed. Generally speaking, patients do not present with a ready-made diagnosis, but rather with either a symptom located to an anatomical region (e.g. toothache, lump, or headache), or an obvious problem (e.g. nose bleed or injury). This is the starting point (‘Common presentations’ and ‘Common problems and their causes’). The next section (‘Useful questions and what to look for’) lists key diagnostic elements in relation to each symptom. The remainder of each chapter details how to examine each site, useful investigations (emergency department and outpatients), and some notes on the conditions themselves. This is a useful aid for the non-specialist and those preparing for clinical examinations.
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Perry, Mike. "The throat." In Head, Neck and Dental Emergencies, 233–56. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780198779094.003.0008.

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This chapter looks at diseases and conditions of the throat that may present acutely to an emergency department, general practice, or ward. It aims to equip the reader with the necessary knowledge to enable them to quickly and accurately triage and diagnose common clinical problems. Referral pathways and management are also discussed. Generally speaking, patients do not present with a ready-made diagnosis, but rather with either a symptom located to an anatomical region (e.g. toothache, lump, or headache), or an obvious problem (e.g. nose bleed or injury). This is the starting point (‘Common presentations’ and ‘Common problems and their causes’). The next section (‘Useful questions and what to look for’) lists key diagnostic elements in relation to each symptom. The remainder of each chapter details how to examine each site, useful investigations (emergency department and outpatients), and some notes on the conditions themselves. This is a useful aid for the non-specialist and those preparing for clinical examinations.
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Conference papers on the topic "Head of department (HOD)"

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Ward, Caryl, and Jill E. Dixon. "Change: Watch For The Right Time." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317177.

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Collection budgets are an essential tool for building collections yet the amounts of allocations can ebb and flow over the years. Modifying the budget structure is an intimidating, exhausting exercise with administrative and political ramifications that affect the workload of collections librarians as well as the workflows in acquisitions departments. External and internal forces such as impending budget cuts and serials reviews, a new library system, new department heads, newly minted librarians’ learning curves, and the creation or demolition of big deals seem like roadblocks to a budget revision process. They can also be seized as opportunities to look at new models. Libraries get by with the allocations provided in any given year, but would it be better for the collections if the approach to allocations was more flexible from the beginning, more of a proactive allocation instead of reactive? At Binghamton University Libraries, the hiring of a new Head of Collection Development and migrating to a new library system necessitated collaborative conversations concerning structures and roles for the two departments. This paper presents scenarios and recommendations for determining when and how to collaboratively evaluate a legacy budget structure, redefine allocations, and review staff roles.
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"Foreword from head of department." In 2017 4th International Conference on Information Technology, Computer, and Electrical Engineering (ICITACEE). IEEE, 2017. http://dx.doi.org/10.1109/icitacee.2017.8257657.

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Uma, G. V. "Message from head of the department: Department of computer technology." In 2012 Fourth International Conference on Advanced Computing (ICoAC). IEEE, 2012. http://dx.doi.org/10.1109/icoac.2012.6416792.

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Dunham, John. "A. R. Howell — Father of the British Axial Compressor." In ASME Turbo Expo 2000: Power for Land, Sea, and Air. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/2000-gt-0008.

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The history of Sir Frank Whittle’s invention of the jet engine is well known. Somewhat less well known is that the Royal Aircraft Establishment embarked in 1926 on developing the gas turbine as a way of driving a propeller. In 1938, A.R.Howell joined the team as a new graduate, and by 1944 he had played a major role in evolving successful axial compressor design methods, which were used in the first two generations of UK gas turbine engines. He was appointed Head of Aerodynamics Department in the National Gas Turbine Establishment when it was created in 1946, and led that team for twenty years. For many years he was a key figure in compressor design in the UK. He returned to personal research before retiring in 1980, and he died in 1988. This paper summarises his personal research contributions and some of the pioneering research he led in NGTE.
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"Welcome Message from the Head of DITEN Department." In 2017 New Generation of CAS (NGCAS). IEEE, 2017. http://dx.doi.org/10.1109/ngcas.2017.8.

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"Message from the head of the electrical engineering department." In 2016 International Seminar on Intelligent Technology and Its Applications (ISITIA). IEEE, 2016. http://dx.doi.org/10.1109/isitia.2016.7828618.

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Tierney, Barbara G., and Corinne Bishop. "Dual-Campus Subject Librarians at University of Central Florida." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317186.

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A new dual-campus subject librarian program is being rolled out at the University of Central Florida (UCF) whereby several subject librarians divide their time between two campuses, the legacy main campus in East Orlando and the new Downtown Orlando Campus. As of Fall 2019, four UCF subject librarians regularly travel to the new Downtown Campus to provide library support for academic programs, faculty, and students who recently relocated to the new facility. Dual-campus subject librarians are also maintaining support services for their assigned academic programs that remain at the UCF Main Campus. This article provides information and reflections about how the dual-campus subject librarian model operates and how it impacts staff duties from two perspectives. The first perspective is from the UCF Social Sciences subject librarian, who supports graduate and undergraduate programs in The School of Public Administration and Public Affairs graduate programs at the Downtown Campus, as well as graduate and undergraduate programs in Politics, Security & International Affairs and Criminal Justice at the Main Campus. The second perspective is from the Main Campus Head of the Research and Information Services Department, who supervises the dual-campus subject librarians.
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Narayanan, Myrose. "A Strategic Planning Process for Implementing and Improving Assessment." In ASME 2004 Heat Transfer/Fluids Engineering Summer Conference. ASMEDC, 2004. http://dx.doi.org/10.1115/ht-fed2004-56865.

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In this paper, the author discusses twelve assessment methods that were successfully utilized by the department of engineering technology at Miami University. Documentation of these assessment techniques helped the department obtain a six-year accreditation by the TAC-ABET commission. The twelve assessment methods described in this paper form a part of strategic planning process that is normally followed in the School of Engineering and Applied Science. The principle is to document how the department keeps tabs on its education commitment. The assessment practices adopted by the department effectively incorporate the feedback received, in a constructive manner. Furthermore, the department has concentrated its efforts on developing a mechanism that primarily focuses on closing the loop, in each of the twelve methods outlined.
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Cazacu-Stratu, A., S. Cociu, S. Cebanu, and A. Holostenco. "0084 Pediatric head injuries treated in children’s emergency department from Chisinau." In Injury and Violence Prevention for a Changing World: From Local to Global: SAVIR 2021 Conference Abstracts. BMJ Publishing Group Ltd, 2021. http://dx.doi.org/10.1136/injuryprev-2021-savir.61.

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Warsito, Agung. "Foreword from head of Department of Electrical Engineering, Universitas Diponegoro, Semarang-Indonesia." In 2014 1st International Conference on Information Technology, Computer and Electrical Engineering (ICITACEE). IEEE, 2014. http://dx.doi.org/10.1109/icitacee.2014.7065696.

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Reports on the topic "Head of department (HOD)"

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Schendel, C. J. Shore Duty Department Head School. Fort Belvoir, VA: Defense Technical Information Center, November 1990. http://dx.doi.org/10.21236/ada234086.

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Reyes, Julian, Jeb Williamson, and Emile Elias. Spatio-temporal analysis of Federal crop insurance cause of loss data: A roadmap for research and outreach effort. U.S. Department of Agriculture, April 2018. http://dx.doi.org/10.32747/2018.7202608.ch.

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Federal crop insurance provides a financial safety net for farmers against insured perils such as drought, heat, and freeze. In 2016 over $100 billion dollars of crops were insured through the Federal crop insurance program administered by the U.S. Department of Agriculture Risk Management Agency. In this white paper, we analyze publicly-available Federal crop insurance data to understand how weather and climate-related perils, or causes of loss (COL), change over time and spatial areas. We find that over 75% of all weather/climate-related indemnities (i.e., crop losses) from 2001 to 2016 are due to three COL: drought, excess moisture, and hail. However, the extent to which these top COL and others impact indemnities is highly dependent on the time period, temporal scale, and spatial scale of analysis. Moreover, we identify what COL are region- or season-specific, and visualize COL trends over time. Finally, we offer a road map of research applications to quantify such trends in indemnities, as well as outreach and extension efforts that include an online data portal.
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Wyndham, Amber, Emile Elias, Joel Brown, Michael Wilson, and Albert Rango. Drought Vulnerability Assessment to Inform Grazing Practices on Rangelands of Southeastern Colorado’s Major Land Resource Area 69. USDA Southwest Climate Hub, July 2018. http://dx.doi.org/10.32747/2018.6947062.ch.

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Increased climate variability, including more frequent and intense drought, is projected for the southwestern region of the United States. Increased temperatures and reduced precipitation lower soil water availability, resulting in decreased plant productivity and altering species composition, which may affect forage quality and quantity. Reduced forage quality and increased heat stress attributable to warmer temperatures could lead to decreased livestock performance in this system, which is extensively used for livestock grazing. Mitigating the effects of increasing drought is critical to social and ecological stability in the region. Reduced stocking rates, change in livestock breeds and/or grazing practices are general recommendations that could be implemented to cope with increased climatic stress. Ecological Sites and their associated state–and-transition models (STMs) are tools to help land managers implement and evaluate responses to disturbances. The projected change in climate will vary depending upon geographic location. Vulnerability assessments and adaptation strategies are needed at the local level to inform local management decisions and help ameliorate the effects of climate change on rangelands. The United States Department of Agriculture (USDA) Southwest Climate Hub and Natural Resources Conservation Service (NRCS) worked together to produce this drought vulnerability assessment at the Major Land Resource Area (MLRA) level, based on ecological sites and state-and-transition models that will help landowners and government agencies to identify and develop adaptation options for drought on rangelands. The assessment illustrates how site-specific information can be used to help minimize the effects of drought on rangelands and support informed decision-making for the selection of management adaptations within MLRA 69.
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Banking Chamber, Head Office - War Loans Department - 8 February 1917 (plate 372). Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_pn-002115.

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Commonwealth Bank - Head Office, Banking Chamber - War Loans Department - 8 February 1917 (plate 785). Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_pn-002110.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Chief Accountant's Department - General Ledgers - Savings Bank Department (Indexed) - 1907 - 1909. Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_2006/22029.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Chief Accountant's Department - General Ledgers - Savings Bank Department (Indexed) - 1916-1919. Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_2006/22032.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Chief Accountant's Department - General Ledgers - Savings Bank Department (Indexed) - 1910-1913. Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_2006/22030.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Chief Accountant's Department - General Ledgers - Savings Bank Department (Indexed) - 1913 - 1916. Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_2006/22031.

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Commonwealth Bank - Head Office cnr Pitt Street & Martin Place - General Banking Department on the 1st floor - Head Office - 8 September 1916 (plate 769). Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_pn-002126.

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